Achieving through performance
We believe it is critically important to position our team members for success by providing them with clear targets that are based on a combination of personal objectives, business needs and corporate strategy.
In our performance management process, team members participate in setting objectives that include demonstrating key leadership behaviors that are essential to succeed at Bell. This provides the opportunity for team members to see how the work they do connects with our 6 Strategic Imperatives and company goal. In our annual Team Member survey, we measure ‘alignment’ as a key index, placing importance on connecting individual objectives to those of leaders so that team members can see how their work contributes to success. This helps drive personal engagement and contributes to company performance.
We encourage leaders to have frequent and focused performance and development conversations with their team members. These conversations include tracking progress against objectives, identifying performance opportunities and developing skills. At year-end, formal one-on-one discussions take place between team members and leaders to assess team members’ performance measured against established objectives and Bell’s leadership success profile.
Succession planning is an integral part of our talent strategy and our commitment to develop future leaders and evolve our talent pipeline. When we identify high-potential leaders at the senior manager and director levels, they benefit from structured, corporate-wide learning and development programs aimed at accelerating their growth and readiness for the next challenge.
In 2016, we continued to support our high-potential leaders through individual development planning via one-on-one coaching from our Talent Management team. We also continued to conduct regular annual succession planning and high-potential talent reviews at the most senior level with our CEO and senior executive team. The team reviews succession plans for all key positions in the company, focusing on development plans and progress since the last review.
We also expanded our next-generation programs in both scope and reach. We have opened up more opportunities for high-potential directors, including a cohort-based experiential strategic leadership program and a formalized peer-coaching network in Montréal and Toronto.
We offer our experiential leadership program to high-potential senior managers as well, involving more than 100 such leaders. This includes the multi-month program plus peer coaching. Building on our existing curriculum, we also developed an enrichment program focusing on advanced development in coaching and leadership self-awareness.
The success of our succession planning is evident: in 2016 every internal promotion at the vice president level, and 75% of those at the director level, came from our high-potential leadership pipeline.
Executive leadership development
For our executive leaders, we invest in company-driven development tailored to individual needs and job requirements. We focus on capability building and engagement, as well as external education, such as executive MBA and other intensive development or networking programs. We also leverage many leadership and professional development tools including behavioural assessments and coaching for performance and development.
For 13 consecutive years, Bell has also sponsored participation by women executives in world-renowned education programs where they can share best practices and learn from each other. These include The Judy Project, Canada’s leading forum preparing women to advance into executive leadership positions, and the International Women’s Forum Fellows Program, a leading international women’s executive development initiative.